Excerpt from Concept Paper

Excerpt from Concept Paper

Corporations with a higher percentage of female board members and whose top leaders use traditionally female sociolinguistic communication experience greater financial performance (Campbell & Minguez-Vera, 2008; Jandaghi, Matin & Farjami, 2009). Yet, females hold only 14.4% of executive positions in Fortune 500 companies (Haveman, 2013). In Nashville, Tennessee, females hold only 7% of the executive positions. One reason for a paucity of female leaders nationwide is that they communicate differently than do men (Barrett, 2009). Instead of communicating in commanding, paternalistic, and direct ways, as do most males, females typically communicate in inclusive, nurturing, and indirect ways (Alimo-Metcalfe, 2010). Southern females have the additional challenge of overcoming a religion-rooted socialization that they be submissive to men (Smith & Reed, 2009), and men, who predominantly make promotion decisions, consider women who communicate submissively to be lacking in leadership ability (Ellemers, Rink, Derks & Ryan, 2012).

References

Alimo-Metcalfe, B. (2010). An investigation of female and male constructs of leadership and empowerment. Gender in Management, 25(8), 640-648. doi:10.1108/17542411011092309

Barrett, M. (2009). Have they learnt to interrupt? Gender in Management, 24(6), 432-454. doi:10.1108/17542410910980405

Campbell, K., & Minguez-Vera, A. (2008). Gender diversity in the boardroom and firm financial performance. Journal of Business Ethics, 83(3), 435-451. doi:10.1007/s10551-007-9630-y

Ellemers, N., Rink, F., Derks, B., & Ryan, M. K. (2012). Women in high places: When and why promoting women into top positions can harm them individually or as a group (and how to prevent this). Research in Organizational Behavior, (32)163-187. doi:10.1016/j.riob.2012.10.003

Haveman, H. A. (2012). Gender and race inequality in management: critical issues, new evidence: If you’re so smart, why aren’t you the boss? Explaining the persistent vertical gender gap in management. Social Science, The Annals of The American Academy of Political and Social Science, 639, 114.

Jandaghi, G., Matin, H., & Farjami, A. A. (2009). Comparing transformational leadership in successful and unsuccessful companies. International Journal of Social Sciences, 4(3), 211-216.

Smith, D. G., & Reed, K. (2010). Appalachian women leaders: Products of culture and life events. Journal of Leadership & Organizational Studies, 17(1), 87-99. doi:10.1177/1548051809347107

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